Ocean Center

Defining a new developer center service experience based on deep understanding of sociocultural and economical context, and the needs and expectations of the different profiles of future players.

Samsung was pretending to open their first Developer Center out of Korea in order to continue strengthening the competitiveness of Samsung’s smart device business through leading content and services in LATAM. In order to be the global top service provider, they have to create value to all the agents in the content and services ecosystem and developers play a crucial role in this. The Ocean Center provides working environment for individual entrepreneurs and venture firms looking to develop apps for smart devices such as smartphones and TVs. Ocean runs several programs, including education, development, business, marketing and sales. Developers get experience with various Samsung products, consultations with Samsung researchers and potential investors. However, in order to expand the developer center model to new territories like LATAM, Samsung asked INSITUM help to build a locally service experience that translates the interests of potential players involved.

Objectives

The ultimate goal of this collaboration was to create strategies to attract developers to make them create applications for the Samsung ecosystem, defining a new value proposition that bring a new relevant experience for its consumers based on their needs, expectations and preferences. We sought to achieve with this: developers evolve their business and Samsung builds repertory of functionalities for their devices.

To expand a developer center model to new territories like LATAM it is necessary to build a locally service experience that translates the interests of potential players involved.

Approach

We started focusing on understanding the developers’ context, innovations and trends related to specialized centers. Additionally, we immersed ourselves in Samsung, its history, capabilities, products and services to better align our recommendations to the company’s strategic objectives. From that was possible to uncover key user values and insights that helped us validate and refine the current assets and level of adherence to the player’s expectations.

The research-based opportunities inspired the team to generate and refine the center value proposition for the different players based on their motivations and expectations. Solutions were mainly around a new service and program journey for those players and were related to the assets, vision and perception regarding Samsung.

Results

A complete strategy and service conceptual and technical definition was provided to Samsung and was used as the main guide to develop the center in Brazil. Since March 2014 the center reached more than 3600 members.